What are the roles and responsibilities of program managers and stakeholders in stakeholder management?

Stakeholder management is not a good term. The role of a programme manager requires everyone to be a stakeholder. One word I would choose is empathy. Whether it is a grumpy hard to please executive or a project manager that needs advice you need to analyse and understand what makes them tick and how to behave around them. Don't be afraid of bad news but be aware of what there next question is and be prepared to answer it. Do not be flustered, but acknowledge the reality of the situation and talk confidently about what is happening and what is going to happen next. Senior stakeholders will not shy away from telling you what you should do. Treat that with a straight bat, sometimes it is a good idea, sometimes you need to tell them!

As per my view Program Manager himself also is a stakeholder. Program Manager need to identify the types of stakeholders like active and non active or decision maker stakeholders and prioritize them. Make the communication plan for them take regular feedback from them ask for improvement, involve them important discussions. Share status updates and reports to gain there confidence. Share all risk and mitigation plan with them, send them release plan and milestone details.

Bi-directional communication is very important in stakeholders management. This ensures buy-ins from all stakeholders. Risk, challenges should be properly considered and communicated proactively by all stakeholders.

Stakeholder management is a critical factor in program success. By identifying stakeholders early on, including sponsors, executives, and end-users, a program manager can gain a clear understanding of their involvement, and this informs the level of engagement required. For high-power, high-interest stakeholders, a program manager might use a power and interest matrix to tailor a strategy that includes regular reports, in-depth discussions, and proactive problem-solving. Conversely, low-power, low-interest stakeholders might receive periodic updates. Building trust, especially with high-influence stakeholders, is essential. This can be achieved through open communication, transparency, and timely updates on both progress and challenges.

I have found the Power Grid, which part of the TOGAF a very useful and really easy to follow. Based on business function, capabilities for whatever change program, do the research and depending on this, map the stakeholders in a four quadrant chart, which are Keep Satisfied, Key Players, Minimal Effort and Informed. Then do interviews, engagements and come back update the quadrant and from this point forward you do a formal stakeholder management plan with the concerns and whom can break the business, whom have the influence or whom is not interest and so on.

This could be true for any project managers, technical project managers, agile leads (and so) on in the team too. But, these leader profiles must ensure each stakeholder's voice is heard and harmonised within the program/project’s objectives. It's about striking a balance between guidance and flexibility, being a steadfast leader yet an empathetic listener. Stakeholders’s feedback is critical to the program's rhythm. This dynamic, when well-managed, leads to a performance where the project's success is intricately tied to the well-being of its participants, creating productivity and efficiency.

In stakeholder management, the roles and responsibilities of a Program Director include aligning programs with corporate strategy, establishing and ensuring appropriate corporate governance, performing portfolio management functions, managing resources, managing risks, managing stakeholders. interested and communicate effectively. Stakeholders in program management include sponsors, customers, suppliers, contractors, audit team, PMO, program team, and other associated stakeholders.

Talk to each other. Figure out what’s actually going on and what to do about it. Clarify & Consolidate. Delegate. Rinse & Repeat.

Both program managers and stakeholders have distinct but complementary roles and responsibilities in this process. Program Managers 1. Identification and Analysis: Program managers are responsible for identifying all potential stakeholders, analyzing their interests, influence, and impact on the program. This involves categorizing stakeholders based on their interest, influence, and needs related to the program. 2. Planning Stakeholder Engagement: Based on the stakeholder analysis, program managers develop a stakeholder engagement plan. This plan outlines how and when stakeholders will be engaged, the level of involvement for each stakeholder, and strategies to manage their expectations and contributions.